When it comes to leadership within the context of municipal government and management, the presumption often lies in the belief that those in positions of power are inherently leaders. However, this is a flawed perspective that fails to consider the complexities of what leadership truly entails. It is not the title or position that defines a leader, but the impact they have on their team, organization, and community.
Leadership is not awarded along with a job title or a position of authority. It is a quality that must be earned through consistent demonstration of character, integrity, and the ability to inspire others. In the context of municipal government, true leadership is the ability to effectively manage a team, make tough decisions, and guide a community towards a shared vision1.
Consider the example of a Mayor. A Mayor holds a position of authority, but that does not automatically make him or her a leader. If the Mayor is not able to engender trust, inspire their team, or manage the various responsibilities that come with their position effectively, they are merely a figurehead, not a leader. Conversely, a city manager or a department head without the title of Mayor can be a strong leader if they are able to influence their team and the community towards positive change and progress2.
This distinction between a position of authority and true leadership is critical in the municipal government setting. The effectiveness of a city or town's operations and the quality of life for its residents can hinge on the leadership abilities of those in positions of power. If those individuals are merely occupying a position and not leading, the community suffers3.
Leadership is also about how you treat others, especially when no one is watching. It is about setting an example and upholding the standards of integrity and accountability. In the municipal government context, this means treating all residents with respect and fairness, regardless of their status or influence. It means making decisions based on what is best for the community, even if those decisions are unpopular or difficult4.
Moreover, true leadership involves the ability to respond effectively when things go wrong. In the municipal government setting, unexpected challenges and crises are commonplace. A true leader is not someone who shirks responsibility or places blame on others. Instead, they take ownership of the situation, make difficult decisions, and guide their team towards a resolution5.
Lastly, a true leader inspires trust. They do not demand it, but earn it through consistent actions and decisions that demonstrate their commitment to their role and their community. In a municipal government setting, this trust is crucial. It is the foundation upon which public faith in local government is built6.
In essence, not everyone in a leadership position is a leader. True leadership extends beyond a title or a position of authority. It is defined by character, integrity, the ability to inspire others, and the impact one has on their team and community. In the context of municipal government and management, understanding and recognizing this distinction is key to fostering effective leadership and promoting the well-being and progress of our communities.
Agranoff, Robert, and Michael McGuire. "Big Questions in Public Network Management Research." Journal of Public Administration Research and Theory 11, no. 3 (2001): 295-326.
Boyne, George A. "Themes and Trends in Public Sector Management: Introduction to the Special Issue." International Public Management Journal 5, no. 1 (2002): 3-19.
Hickman, Gill Robinson. "Leading Organizations: Perspectives for a New Era." Sage Publications (1998).
Kotter, John P. "What Leaders Really Do." Harvard Business Review (1990).
Lipsky, Michael. "Street-Level Bureaucracy: Dilemmas of the Individual in Public Services." Russell Sage Foundation (1980).
Osborne, David, and Ted Gaebler. "Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector." Addison-Wesley (1992).